This case study describes how Unilever Hindustan (HUL) created a campaign to reach difficult-to-access rural customers in India to promote a range of consumer brands. View Summary

This case study describes how Unilever Hindustan (HUL) created a campaign to reach difficult-to-access rural customers in India to promote a range of consumer brands.

The states of Bihar and Jharkhand are largely media dark and HUL wanted to create a media channel to help it connect with rural audiences.

The main entertainment channel for the target audience was their mobile phones, so HUL decided to harness this with Kaan Khajura Teshan (KKT), a free entertainment channel that customers could easily access by logging a missed call to a toll-free number.

In five months the channel has achieved more than 8m subscribers and its consumer base is growing at an average of 25,000 per day, achieving over 40m brand impressions.

This case study explains how Tide Naturals, a laundry brand owned by P&G, changed it approach to Indian consumers after finding that whilst women used the product, men made the decision to purchase. View Summary

This case study explains how Tide Naturals, a laundry brand owned by P&G, changed it approach to Indian consumers after finding that whilst women used the product, men made the decision to purchase.

Through customer research P&G India discovered how cultural constraints were a deterrent to the brand's future, uncovering the reality that whilst the brand had been previously aimed at the 'housewife' consumer, Indian husbands were infact the primary purchase decision maker.

By leveraging this insight through a campaign that elevated Tide Naturals from being just another item on the shopping list to becoming an expression of appreciation from a husband to his wife, a ROMI of 7 was delivered and Tide Naturals has become the fastest growing laundry brand in rural India today.

5

Ariel and Downy: Aid Couture, the preloved clothing sale

Includes video content

Recommended by Warc editors

Trends

Best Practice

Gela Pena, Warc Prize for Asian Strategy, Bronze, 2014

This case study shows how Procter & Gamble, with its laundry brands Ariel and Downy, used a partnership project with a charity - the Red Cross - to strengthen its bond with consumers in the Philippines. View Summary

This case study shows how Procter & Gamble, with its laundry brands Ariel and Downy, used a partnership project with a charity - the Red Cross - to strengthen its bond with consumers in the Philippines.

About 20 typhoons hit the Philippines yearly, leaving thousands of casualties, and each year the Red Cross receives 18 tonnes of donated clothes, many of which are unusable or impractical for everyday wear by disaster victims.

The Aid Couture project sought to convert inappropriate fashion into life essentials; it not only made the piles of clothes useful but more importantly raised funds to buy supplies for the Typhoon Haiyan relief effort.

The appeal raised about US$14,000 from clothes that would have otherwise been left unused in Red Cross warehouses.

The total media value earned from print, digital, TV and radio broadcast amounted to US$225,000 without any actual media budget spent.

The services utilised a 'call back' feature, where people could call a number and hang-up, then receive a call with entertainment content.

The channel gained 12 million subscribers in less than 10 months from launch, including one million unique callers per month, and increased spontaneous awareness for several of its key brands.

7

Hindustan Unilever: Kan Khajura Teshan

Includes video content

Recommended by Warc editors

Trends

Best Practice

PMAA Dragons of Asia, Gold Award & Best in India, 2014

This case study describes how Hindustan Unilever Limited (HUL) created the single largest media channel in the states of Bihar and Jharkhand, achieving impressive share of voice for its mass and rural-focused brands. View Summary

This case study describes how Hindustan Unilever Limited (HUL) created the single largest media channel in the states of Bihar and Jharkhand, achieving impressive share of voice for its mass and rural-focused brands.

Many of HUL's consumers live in media dark areas, where traditional media penetration is just 20%.

Noting that they use their mobile phones as the sole medium for entertainment, it developed a structured branded media channel to provide free entertainment interspersed with HUL advertisements, creating the largest media channel in its target states.

The content has been a hit, with total usage of 125 million minutes, more than 62 million brand impressions to date and 1 million unique callers engaging per month.

Unilever needed to increase market share in the UK and halt decline in France, and used an emotional message to do so.

Communications targeted mothers by focussing on the benefits of getting dirty for children's exploration, and the role of Persil/Skip in removing the worry as well as the dirt.

In France Skip sales increased by 6%, in the UK Persil sales increased 9% and doubled its market share.

9

Febreze takes down Olympic odors

Includes video content

Recommended by Warc editors

Trends

Best Practice

Cannes Creative Lions, Creative Effectiveness Lions, 2013

This Olympic Games-themed campaign, for Febreze, a US detergent brand, ran in 10 markets and was based around humourous creative starring deliberately obscure Olympic athletes: the Azerbaijani wrestling team. View Summary

This Olympic Games-themed campaign, for Febreze, a US detergent brand, ran in 10 markets and was based around humourous creative starring deliberately obscure Olympic athletes: the Azerbaijani wrestling team. Ads demonstrated the product benefits, by encouraging the wrestlers to work up a sweat in the training gym, have their singlets sprayed with Febreze, and then have them take part in a blindfolded test to verify that the odours had been eliminated. Media used included TV, online video, display and print, backed with social media activity. The campaign secured 273,901,525 total media impressions and 422 total media placements.

In India, Procter and Gamble's laundry brand, Ariel, needed to strengthen its brand equity and gain market share. This case study describes how the brand launched a contest to invite consumers to share their favourite garment stories as a way of building engagement in this low involvement category. Stories about what people were wearing when they completed memorable acts were left on a Facebook page or a dedicated hotline. This was supported via branded TV, internet and print elements and the use of celebrities. All participants were sent an Ariel sample, thereby generating trial. This case study cites evidence that Ariel's market share increased during the month of activity and that a bespoke Ariel Facebook campaign page received over 31m unique visitors in six weeks.

11

Procter & Gamble: Proud Sponsor of Moms

Includes video content

Recommended by Warc editors

Trends

Best Practice

Effie Worldwide, Gold, North America Effies 2013

This case describes the US-focused elements of a global, corporate-brand-led campaign designed around Procter & Gamble's (P&G) sponsorship of the London 2012 Olympic Games. View Summary

This case describes the US-focused elements of a global, corporate-brand-led campaign designed around Procter & Gamble's (P&G) sponsorship of the London 2012 Olympic Games. The household goods company's objectives were to maximise the visibility and impact of its Olympic sponsorship (as measured against other sponsors), make adult women love P&G and drive $100m of incremental sales of its brands. The resulting emotional campaign was created to honour the role that mothers play helping their children to reach their full potential. This was executed across long-form digital content (via a series of online films), all major social media platforms and a tie-up with NBC that fed footage of moms watching their children compete into TV commercials. P&G's sponsorship out-performed rival sponsors, corporate equity measures improved among adult women and the campaign is estimated to have doubled its $100m incremental sales target.

12

Tide: Mi Tide

Includes video content

Recommended by Warc editors

Trends

Best Practice

Effie Worldwide, Gold, North America Effies 2013

The market leading position of Tide, Procter & Gamble's laundry detergent brand, was under threat within the US Hispanic market, where its share and equity scores were declining. View Summary

The market leading position of Tide, Procter & Gamble's laundry detergent brand, was under threat within the US Hispanic market, where its share and equity scores were declining. The resulting campaign was tasked with increasing sales and boosting awareness of Tide's product variants for the Hispanic market, a range which catered for differing levels of consumer acculturation. The campaign needed Latinas to feel that Tide made each product variant exclusively for them and what they valued most. To do so, the 'Mi Tide' campaign broke with the norm of crafting insights known to resonate amongst the majority of the Hispanic segment, by taking a highly targeted approach. TV and online were the main channels, which included the Tide/Espanol website featuring a question-led product selector. As a result of the campaign, Tide grew its share and equity scores.

This campaign was designed around Procter & Gamble's (P&G) sponsorship of the London 2012 Olympic Games; it was the household goods company's first ever global-scale program behind its Olympic sponsorship as well as the largest initiative in P&G's history. View Summary

This campaign was designed around Procter & Gamble's (P&G) sponsorship of the London 2012 Olympic Games; it was the household goods company's first ever global-scale program behind its Olympic sponsorship as well as the largest initiative in P&G's history. The campaign was designed to provide a heart-warming umbrella that would connect P&G, its individual brands and the Olympics movement together in the minds of consumers. The idea was to create a campaign that would resonate with consumers on a highly emotional level by bringing a universal insight to life that was linked to P&G and Olympic values: the 'Thank You Mom' campaign was created to honour the role mothers play helping their kids to reach their full potential. Ads featured the mothers of Olympic athletes, as well as the athletes themselves. P&G employed real-time optimisation to maximise effectiveness. The campaign's broader activation included 32 brands in over 50 countries; it recorded a 40% stronger brand equity performance than the 2010 P&G Olympic ads.

14

Mission Control by Supersavvyme

Includes video content

Recommended by Warc editors

Trends

Best Practice

Direct Marketing Association - US, Gold, ECHO Awards, 2012

To reach British mothers during an economically challenging time, FMCG manufacturer P&G needed to stand-out in a noisy marketplace and meet changing media habits, with more focus on digital than TV. View Summary

To reach British mothers during an economically challenging time, FMCG manufacturer P&G needed to stand-out in a noisy marketplace and meet changing media habits, with more focus on digital than TV. P&G recognised that mothers set themselves a series of tasks to accomplish everyday but sometimes lacked the time, energy, expertise and support to get them all done. Supersavvyme.com was launched in 2009, providing a place on Facebook for savvy mums to share their expertise on all aspects of family life. The Mission Control app was developed as an extension to this: a to-do list app that saved all expert tips and made them searchable with product coupons offered in reward for their advice and tasks completed. In the first two weeks of launch, 52,872 tips were shared, nearly 10,000 questions were asked and 33,000 comments were posted to help answer them. Over 33,000 coupons were claimed creating a peak in sales, with coupon redemption rate up 35% compared to standard.

15

OMO: Curious cameras

Includes video content

Recommended by Warc editors

Trends

Best Practice

Indraneel Guha, Warc Prize for Asian Strategy, Entrant, 2012

OMO based this campaign around the Lunar New Year (Tet) in Vietnam. Mothers were the target audience. View Summary

OMO based this campaign around the Lunar New Year (Tet) in Vietnam. Mothers were the target audience. OMO built a branded online platform based around family love and bonding - Tet, after all, is a family festival. Children were equipped with disposable cameras to capture family moments; then, during Tet, these pictures were used to transform a 130-year-old landmark building in Vietnam into a 'walk-through book' entitled the Book of Bonds. This activity was backed by a TV ad campaign. By the end of the 12-week Tet campaign, more than one million kids had participated; Millward Brown also rated OMO as the 'most-loved brand' during Tet.

Recession-hit US consumers thought that any fabric softener was good enough, a view that was threatening the market-leading Downy. View Summary

Recession-hit US consumers thought that any fabric softener was good enough, a view that was threatening the market-leading Downy. In order to build back equity and share, Downy needed to show users that Downy delivered a superior experience. Backed with a seven-day scent claim, Downy created a campaign that tapped into consumers' love of clean bedsheets. Its resulting 'Clean Sheet Day is now Clean Sheet Week' messaging included a testimonial-style TV commercial, print and digital activity as well as events. As a result, volume increased by 8%, distribution by 14% and household penetration by 4%.

17

Purex: The Art of Shopper Marketing: Purex's Shock and Awe at Walmart

Includes video content

Recommended by Warc editors

Trends

Best Practice

Effie Worldwide, Gold, North America Effies 2012

Purex Complete Crystals Softener was introduced in January 2011 at Walmart. The natural crystal-based fabric softener provided long lasting freshness, but it carried the highest price tag in the category. View Summary

Purex Complete Crystals Softener was introduced in January 2011 at Walmart. The natural crystal-based fabric softener provided long lasting freshness, but it carried the highest price tag in the category. Awareness and trial was driven for Purex Crystals among Walmart's price sensitive shoppers through an integrated educational campaign, designed to reach consumers along their entire path to purchase. This activity led to 23% growth in category sales for Walmart and total dollar share for Purex grew from 1.5% to 10.7%.

18

Surf - Adding value to a value brand: how Surf went from the bottom of the laundry basket to the UK's fastest growing FMCG brand

In 2006, for the third consecutive year, Surf was losing volume and value share. It was perceived as cheap, limiting its appeal to promotion seekers who buy on price. View Summary

In 2006, for the third consecutive year, Surf was losing volume and value share. It was perceived as cheap, limiting its appeal to promotion seekers who buy on price. Understanding value consumers helped create a new dimension in the value segment, attracting profitable loyalists and replacing these toxic ‘promotion-seeking’ consumers. The ‘Gorgeous laundry for less’ campaign was launched in 2007, aimed at advertising Surf as a product that could bring delight to a customer’s everyday laundry activity, taking her on a sensorial journey with its fragrance. As a result, Surf became the UK’s fastest growing FMCG brand, generating £43.5m in revenue, a payback of £3.82 per £1 spent.

In 2006, Unilever’s top global fabric-conditioner brand, Comfort, was stagnating in Southeast Asia. Sales were declining and value growth was lacklustre. View Summary

In 2006, Unilever’s top global fabric-conditioner brand, Comfort, was stagnating in Southeast Asia. Sales were declining and value growth was lacklustre. A new communications campaign, Andy & Lily in Clothworld, transformed the brand and its fortunes in the region. This paper proves how by driving brand differentiation and perceived value, Andy & Lily’s Clothworld has become one of the most effective campaigns in the region – in just three years. Comfort’s share of the category pushed from 58% to 67%, its annual sales growth increased to 40% in the first year, generating incremental sales of nearly €157m across the three-year campaign period. Additionally, the net profit more than doubled to €28.8m and the payback of brand communications substantially increased from 93% to 141%.

As the economic downturn reached a peak in 2008–09, Lenor sought to roll out a new super-premium brand extension, the Parfumelle Collection, in 16 Eastern Europe markets, including the Czech Republic, Hungary and Poland. View Summary

As the economic downturn reached a peak in 2008–09, Lenor sought to roll out a new super-premium brand extension, the Parfumelle Collection, in 16 Eastern Europe markets, including the Czech Republic, Hungary and Poland. In a bid to encourage customers to splash out a bit of extra of money in such a challenging climate, Lenor decided to position this range closer to brands in the luxury and perfume sectors than rivals in the laundry category. The results of these efforts included successfully establishing a high-end segment within the laundry industry, boosting market share in key countries and differentiating Parfumelle from its competitors at all price levels.

Lenor was planning to enter the fabric enhancer sector in France and Greece, but faced many major obstacles, not least that established rivals were already dominant in these mature markets. View Summary

Lenor was planning to enter the fabric enhancer sector in France and Greece, but faced many major obstacles, not least that established rivals were already dominant in these mature markets. Moreover, it was going to be sold in smaller bottles with a concentrated formula, a segment that held a 28% category volume share in France and just 5% in Greece. Rather than positioning itself as a "me-too" brand offering the same functional benefits, Lenor appealed to women based on an understanding of their multiple roles and preferences, having identified segments such as "discovers" and "scent addicts". It surpassed the target of achieving a 9% market volume share in both France and Greece during the first year, and also converted many shoppers to concentrate.

Henkel's portfolio of leading detergents faced a range of challenges in the key Western European markets of Germany, Spain and Italy. View Summary

Henkel's portfolio of leading detergents faced a range of challenges in the key Western European markets of Germany, Spain and Italy. Persil was the brand leader in Germany, but faced growing pressure from Ariel. Dixan held a challenger status in Italy, competing with number one offering Dash. In Spain, WiPP Express was the third biggest-selling player in its category, but the rise of discounters posed significant obstacles. In response, Henkel developed a "big idea" to cover all of these products, in the form of "Womanologues". The creative simply let customers speak about their experiences with Persil, Dixan and WiPP Express, giving ads an authentic, genuine and unbiased feel. Unaided awareness rose in all of the featured countries, with image scores and market share also improving.

By 2005, Lenor had established a brand within the fabric conditioner market, providing a perceived pleasurable experience, differentiating it from its more mundane competitors. View Summary

By 2005, Lenor had established a brand within the fabric conditioner market, providing a perceived pleasurable experience, differentiating it from its more mundane competitors. However, in the UK and Ireland, profitability remained an ongoing issue. The aim was to reinforce Lenor’s positioning as something special, and to make consumers trade up to a premium variant. Darker packaging and luxurious fragrances were used to emphasise these qualities in Lenor Infusions, whilst ‘Be seduced by the dark side’ encapsulated the idea. At the same time, use of dark imagery had to be handled with care to avoid any connection with staining. Motifs from film noir were exploited across media, particularly TV, showing a woman being seduced in a hotel room by a lover, subsequently revealed to be a suitcase full of clothes washed in Lenor. The market share target of 3.5% was beaten by 35% in the UK and 188% in Ireland, with a 14% increase in consumer willingness to buy.

Fairy Non-Bio was a well-known brand, holding a safe number two position in its category, but also registering largely static rates of growth. View Summary

Fairy Non-Bio was a well-known brand, holding a safe number two position in its category, but also registering largely static rates of growth. In formulating a new campaign, it was decided to utilise one of Fairy Non-Bio's core product points - as being an ideal product for people who suffered with skin irritations - in a new communications effort aimed at a core demographic of mothers-to-be and mothers of children 0-4 years old. This group are dedicated to babies and making their world as soft and comfortable as possible. As a result of the campaign, Fairy Non-Bio was able to take ownership of the proposition of being the softest, safest non-bio, and was perceived by the target audience as a brand that helped mums feel they were taking the very best care of their families. Since 2005, the campaign has quadrupled its ROI and helped increase Fairy's volume and value sales by 21%.

Lenor wanted to drive penetration of the concentrate format up by 15%, and steal share from Comfort, the category leader. View Summary

Lenor wanted to drive penetration of the concentrate format up by 15%, and steal share from Comfort, the category leader. Concentrate had two main product points - environmental sustainability and profit. The target market for the campaign were normal housewives who wanted to 'do their bit' for the environment. To demonstrate Lenor's environmental credentials, the creative showed that if all UK and Ireland dilute users switched to concentrate, it would mean 14,000 fewer lorries on the roads every year, a positioning that fitted in with Lenor's brand value of providing 'moments of pleasure'. This insight changed how the laundry category as a whole discussed sustainability and the concentrate issue.